conflict management -1st responders 12-5-00
TRANSCRIPT
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Problem
CommitmentChecklist to Develop Problem Commitment
(Each organization must be committed)
1. Determine the priority objectives forkey organizations.
2. To change an organizations
priorities, we need to know:
A) the decision-makers;
B) what communication will have totake place
3. Strategies to change priorities.
A) Exploit a crisis.
B) Use comparison
C) Use basic EducationD) Emphasize reciprocal obligations
E) Demonstrations and trial
F) Evidence based on citizens
preferences
G) Point out the costs and benefits
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ProblemCommitment
WorksheetIf NO, how would you get organizations
committed?List the 6 key
organizations to be
coordinated:
Is organization
committed to the
problem?
YES NO Which decision makers? Which strategy?
VERY IMPORTANT
Org. 1
Org. 2
Org. 3
IMPORTANT
Org. 4
Org. 5
Org. 6
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Coordination CommitmentChecklist to Develop Coordination Commitment
Organizations may be committed to the problem (step 4) but may not be committed to coordinate
with other organizations in helping to solve the problem. A coordinator needs to know why
organizations are or are not willing to coordinate. Also, the coordinator needs to be able to use
strategies to develop coordination commitment.
Pressure:
Funds:
Autonomy:
Expertise:
Past
Experience:
Reasons for Coordination:
From government
From agencies
Public demand
Interdependence of programs
Cost sharingAvailable from state and federal
Future benefits
Autonomy loss only in selected
area for limited time
Have available staff who areexperienced
Relevant experience on
comparable projects and/or
problems
Reasons Against Coordination:
Differences in organizational structures
Little knowledge of other organizations
Adverse member reaction
Adverse public reaction
Agreements not clearly spelled out
Evaluation by other organizations
Unequal costs to organizationsToo large a proportion of total budget require
Difficult to terminate unsuccessful relationshi
Out of Control
Loss of clients
Loss of decision-making power
Who will get credit?
Loss of control over funds
Staff not trainedStaff doesnt want to work with para-
professionals
Too much staff time required
Little knowledge about problem area
Organization hasnt participated in coordinate
efforts before
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Coordination CommitmentWorksheet
List the 6 key
organizations to
be coordinated
Is each organization
willing to take part in
a coordinated effort?
YES NO If YES why? If NO why not?
If NO, what
stategies would you
use to get organiza-
tions committed?
VERY IMPORTANT
Org. 1 _________ ______ _______ ________________ _______________ _______________
________________ _______________ _______________
________________ _______________ _______________
________________ _______________ _______________
Org. 2 _________ ______ _______ ________________ _______________ _______________
________________ _______________ _______________
________________ _______________ _______________
________________ _______________ _______________
Org. 3 _________ ______ _______ ________________ _______________ _______________
________________ _______________ _______________
________________ _______________ _______________
________________ _______________ _______________
IMPORTANTOrg. 4 __________ ______ _______ ________________ _______________ ________________
________________ _______________ ________________
________________ _______________ ________________
________________ _______________ ________________
Org. 5 __________ ______ _______ ________________ _______________ ________________
________________ _______________ ________________
________________ _______________ ________________
________________ _______________ ________________
Org. 6 __________ ______ _______ ________________ _______________ ________________
________________ _______________ ________________
________________ _______________ ________________
________________ _______________ ________________
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Checklist to DevelopConsensusIf a high degree of consensus exists, all the key
organizations want to work together. Sometimes, one
or more organizations want to go it alone or leave
another organization out. Then, a coordinator may
have to build consensus among organizations.
A. Reasons an organization may not want to workwith another organization:
1. Disagree on defining the problem.
2. Disagree on how to accomplish the task.
3. Disagree on resources needed.
4. Too many resources expected.
5.
Personality conflict between organizationalstaffs.
6. Professionals dont want to work with non-professionals.
7. Bad experience with past coordination efforts.
8. Fear or loss of autonomy.
B. Checklist of strategies to produce consensus:
1. Emphasize mutual interdependence between
key organizations.
2. Spell out the limited areas of cooperation
needed and the time period.
3. Review all other strategies that can be used to
influence decisions.
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ConsensusThree General Strategies to Help Get
Coordination Commitment and Consensus(and if needed, Problem Commitment):
A. Empathy: The Coordinators first step:
1. The Coordinator puts himself in the
shoes of a representative from the
reluctant organization and tries toconvince him/her to coordinate.
2. The Coordinator develops empathy forparticipants.
B. Reference Group Techniques:
1. Determine the decision-makers in thereluctant organization.
2. How do the decision-makers make
decisions? Influences from within their
own organizations.
3. Determine what the communication islike when decisions about priorities are
made.
4. What decision-makers in other
organizations can influence those in the
reluctant organizations? Work with
these people?
5. Find out if local power actors can exert
influence on the organizational decision-
makers. Cultivate support.
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Consensus (cont.)C.
Proportionate Analysis:
1. The proportion of anorganizations resources
needed for coordination may
be more important than theabsolute amount of resources
needed (compared to other
organizations).
2. The larger the proportion ofresources needed, the less likely
the organization will wish to
participate.
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ConsensusWorksheet
List the 6 key
organizations to
be coordinated
Which key
organization(s) might
this organization not
like to work with in a
coordinated effort?
Reasons for not
wanting to work with
this organization?
What strategy will
you use to obtain
consensus between
the organizations?
VERY IMPORTANT
Org. 1. _________ _________________ __________________ ________________
_________________ __________________ ________________
_________________ __________________ ________________
Org. 2. _________ _________________ __________________ ________________
_________________ __________________ ________________
_________________ __________________ ________________
Org. 3. _________ _________________ __________________ ________________
_________________ __________________ ________________
_________________ __________________ ________________
IMPORTANTOrg. 1. _________ _________________ __________________ ________________
_________________ __________________ ________________
_________________ __________________ ________________
Org. 2. _________ _________________ __________________ ________________
_________________ __________________ ________________
_________________ __________________ ________________
Org. 3. _________ _________________ __________________ ________________
_________________ __________________ _________________________________ __________________ ________________
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How I Respondto ConflictIn the space at right list horizontally all of the people with
whom you occasionally have conflicts. Then place a check
mark by the way you deal with conflicts with that individual.
Names of Individuals:
(horizontally)
1. Avoid the person.
2. Change the subject.
3. Admit that you are wrong even if you are not.
4. Give in.
5. Pretend to agree.
6. Whine or complain until you get your way.
7. Play the martyr. Give in but let the other
person know how much you are suffering.
8. Try to reach a compromise.
9. Try to understand the other persons point of
view.
10. Try to find a new solution both of you will
find acceptable.
11. Be persistent. Wear down the opposition.
12. Use your authority. Order the other person to
obey you.
13. Use sarcasm or ridicule.
14. Defend your position.
15. Use your power to win your position.
16. Acknowledge the conflict and work for a
consensus.
17. Try to manipulate to gain the advantage.
18. Others:
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Dealing with
Conflict CreativelyThe Nature of Conflict
When an action by one person prevents,
obstructs or interferes with the action of anotherperson, conflict exists.
Conflict Situations:
1) Two parties are involved in interaction
2) Mutually exclusive goals and/or values
exist
3) Interaction is characterized by behavior
designed to defeat, reduce or suppressthe opponent or to gain a mutually
designated victory.
4) The parties have an imbalance or
relatively favored position of power
vis--vis the other.
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Behaviors Involved inConflict Situations
1) Mirror image: Both parties feel
they are innocent victims who
represented truth & justice. Another
term is Apolarized Thinking.
2) Mote Beam Mechanism: Each
party perceives all the underhanded
and vicious acts of the other party
while being blind to identical actsengaged in by oneself.
3) Double Standard: If both
parties are aware of identical acts they
and others engage in, they often feel it
is legitimate for themselves but
illegitimate for the other party.
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A Way to Manage
Conflict1. Identify the Problem.
2. Collect all relevant data.
3. Make the familiar unfamiliar
4. Choose a solution
5. Evaluation - Pick best fit and
implement it.
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Models of Conflict
Management(Jay Hall)Two dimensional: Concern for relationship &
concern for personal goals
1. Win/Lose Style - Focus on personal
goals; Style is aggressive, dogmatic,
inflexible with considerable use of
suppression and coercion.
2. Yield/Lose Style - focus on concern
for relationship. Style seeks to appease by
ignoring, denying or avoiding conflict with
tendency to submit to other.
3. Lose/Leave Style - Focus is one of
hopelessness, protecting oneself.
Characterized by depersonalization and
careful avoidance; some compliance but
without commitment.
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Models of ConflictManagement
(Jay Hall) (cont.)4. Compromise Style - characterized
by a little winning and a little losing.
Losing is softened by limiting gains.
Strong use of persuasion and
manipulation. Opportunism and ends
justify the means further characterized
this approach.
5. Synergistic Style or Win/Win -major focus is upon goals of persons or
members and to the well-being of the
relationship - all at once. Tolerance for
differences is essential. A climate of trust
is also critical. There can be no hidden
agendas.
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Preferences to theConflict Management
Styles1. Win/Win or Synergistic Style2. Compromise Style
3. Yield/Lose Style
4. Win/Lose Style
5. Lose/Leave Style
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The Negotiation Model1. SEPARATE THE PERSON FROM
THE PROBLEM
-- Active listening, paraphrasing
-- I messages
-- The problem is not you, its
2. FOCUS ON INTERESTS, NOT
POSITIONS
Interest = needs, desires, fears, etc.
Make your interests specific, clear,
look for multiple interests.
Positions = I will, I wont, you better,
you must
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The NegotiationModel - (cont.)
3. EXPAND THE OPTIONS FOR
MUTUAL GAIN
-- brainstorm
-- find shared interests options
-- avoid single right solutions
4. USE OBJECTIVE CRITERIA
-- brainstorm objective criteria
-- stay flexible
-- avoid yielding to temporary
pressure for unspecified contract
5. RESTATE MUTUAL
CONTRACT TERMS
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Techniques for
Listening1. Acknowledge: Pay
Attention Thatsounds like a
difficult situation
2. Validate: Show
understanding You
must be very frustrated 3. Empathize: Identify with
the situation Its hard to
feel caught in the middle
4. Clarify: Help with full expression
5. Summarize: Review Statements
... That is what Ive heard so far...
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Blocks to Listening1. Derailing: The listener throws
conversation off track.
2. Comparing: Comparing
experiences when they dontadd insight.
3. Filtering: To hear only those
parts important to listener and
tune out everything else.4. Rehearsing: Concentrating on
what you are going to say while
the other person is talking.
5. Judging: Judging anotherpersons actions prematurely.
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Self Assessment
Checklist1. Do I make effective eye contact?
2. Do I exhibit affirmative head nods and
appropriate facial gestures?3. Do I avoid distracting actions or gestures
that suggest boredom?
4. Do I ask questions to clarify the
situation?
5. Do I paraphrase using my own words?6. Do I avoid interrupting the speaker?
7. Do I overtalk?
8. Do I remain neutral or do I judge what is
being said?
9. Do I acknowledge and validate feelings
and thoughts, and did I try to empathize?
10. Do I listen even though I may not like
the person who is talking or what is
being said?
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Guidelines for
Reaching Consensus1. Practice active
listening skills.
2. Encourageparticipation from
each member of
the group.3. Share information.
4. Dont agree too quickly.5. Dont bargain or trade support.
6. Dont vote.
7. Treat differences as a strength.
8. Jointly craft a solution that can be
supported.
9. Avoid arguing blindly for your position.
10. Seek a mutual-gain solution.
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Promoting Open
Communication1. Neutrality:Could you say more
about that? Help me understandyour reasoning.
2. Re-framing: Changing the syntax
or wording of message.
Example: You dont get it do
you? If these large hog factories come
into the county, our quality of life will be
destroyed!
Re-framed by you: It sounds like
maintaining a good quality of life in yourcounty is important to you, and that you
think that a hog facility might damage
that.
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Urban/Rural
ValueDifferences
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Attribute Rural Urban
Community Mandatory Voluntary
Interaction
Roles Ascribed Achieved
Sanctions Particularistic Universalistic
Orientation Group Individual
Leadership Traditional Rational
Role Expectations Fit Individual IndividualFits Role
Norms Informal Formal
Relations Primary Secondary
Goals May Not Justify Means
Justify Means
Authority Traditional Rational
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The Basics ofCommunity Conflict
All sides in an issue do
not agree as to what is
valued in the community.
All sides in community
agree on what is valued.
See the resource as limited.
Belief that if one aide gets
the resource the other loses.
Value Conflict Resource Conflict
Disagreement exists
regarding what should be
done next in the community.
Dissensus exists- that is,
the disagreement between
the groups is based on
differing values.
Personalities may also
play a role in value
conflict- individuals may
see themselves tied closelyto their public position.
Agreement exists as to
what to do but neither side
sees and alternative but
winning it all.
Personalities may also play
a role in resource conflict.
Occupation of key players
in the conflict may also
influence community support
or non-support
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Stages of
Community Conflict
Build-up
Stage
High Conflict
Stage
Post or new
Build-up Stage
Coalitions
Develop
Charges &
Counter-Charges
Develop
A Quiet
Atmosphere
Develops
Highest Potential For Resolution of Conflict
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A Model of Community
Conflict Resolution
Base
Negotiated
Settlement
Dissensus
(Value Conflict)
Consensus
(Resource Scarce)
Conversion To A
New Image
Possible Resolution
Tactics
Mediating Circumstances can influence
success of resolution tactics
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Resolving Value
ConflictIdentify stage of conflict
Identify key players
Bring conflict out in the open,
i.e. a public meeting
Ask key players to meet todiscuss differences
Focus on areas of agreement
Provide arena for input from allsides
For serious conflict use a mediator
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Resolving
Resource ConflictIdentify stage of conflict
Identify key players
Create new or use existing
social events to bring groups
together socially
Identify ways to create a
new image of who is a
member of the largercommunity
Move slowly
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Strategies for Resolving
Community Conflict
1) Identify type of conflict
2) If a value conflict exists-organizeopen discussion session
3) If a resource conflict exists-organize
members of factions
4) Provide accurate information to the
community
5) Maintain or develop contact with
representatives from all of the factionswithin the community
6) Organize a mediation session
7) Continue Build-up stage strategies
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Community ConflictUsing it for Progress
1) Identifies areas
for new coalitions.
2) Provides specificareas to develop.
3) Social activitiesdeveloped to
resolve resource
conflicts add to
k ti f
Value Conflict Resource Conflict
1) Bring differing
views out into thepublic eye. Can be
used to move in new
directions.
2) Can provide inputform minority views
within the community.
3) Provides areas ofagreement to build on.